Category: Sales Training

This article is for all tennis coaches who want to start their own 6 figure private coaching business today.

Because no experience coach, should be working for anybody but themselves.

Today, we are going to get into prospecting, and why you should be focusing on doing it everyday of the week, until you fill up your sales pipeline with many prospects.

I would be reading as many books as I can on the subject of prospecting and try to master the art of doing it daily, because for your coaching business to be successful and reach 6 figures, you will have to figure out the following 3 Rs of prospecting.

Which are:

Targeting the Right People, with the Right Offer and doing it at the Right Time.

Because even if you have the right prospects, but have the wrong offer, your results will be bad and your conversion rate will be low!

Same with the right offer, to the wrong prospect.

And last.

“Timing is everything.”

You want to get in front of the right prospects, with the right offer and at the right time.

Get that right and your coaching business will triple in months!

No size will fit all of you guys with this, so get creative in how you approach your marketing campaign, plan of attack and the strategies that you use.

I would always sit down at the end of the month and go over your results.

And make sure you use Powerful Headlines and that your USP and valued proposition is in it and stated clearly to your market!

In other words.

Lead with your message.

I don’t want to confuse you guys too much in this post, so let’s stop there for today.

But remember.

Focus on using all those 3 Rs in every campaign that you create and keep adjusting your tactics.

Through constant adjustments, you will eventually find something that works for you and your business.

You need to look at yourself as the coach, a marketer and consulting all wrap up in one person.

This is why you need to be learning something new everyday too.

“Invest your time in only sales activities that are going to get you results, don’t just spend it doing anything.”

Okay, you guys copy this article and read it at the start of every month, to keep you focused on the big picture.

And we will talk again soon.

Because of your sophisticated tracking and targeting, you know who’s reading your content. But do you know why they’re reading it? And how are you accessing those who could/should buy but are ignoring the articles your sending them?

Content is written with different reasons in mind: for Buyer Personas to learn about your solution as early along their decision path as possible; for brand recognition; to gain followers; to make a sale. We write with a narrow focus to reach our target market and use every means at our disposal to distribute and track it, hoping that it will help us make a sale or find more followers.

DATA VS DECISIONS

But how do you know if this content, with these ideas and these words, written in this style, will enable those seeking a new solution to recognize they need you? Not only are you seeking a reader you can’t fully know (Why are they reading the content? No. Really. Why? And how many possible buyers reject it because they’re not ready yet?), you’re hoping, guessing, tracking, targeting, and crossing your fingers in hopes it will get into the right hands at the right time to take action.

But your glorious content – sometimes little more than a thinly veiled advertisement – may not be getting you all the success you deserve. You have a ceiling of a 5% success rate (less than 1% for content marketing) because you’re limiting your readership to those who have already decided on their next actions. By sticking to data push, you’re missing an opportunity to make your content an interactive experience that enable the act of decision making. With a few adjustments, you can create content that can be used to facilitate a sale and expand and enlist your audience.

The problem starts with the use of content marketing as part of your sales/solution placement toolkit. Certainly content marketing is great for explaining, pitching, writing about, introducing, and presenting data about our solutions. But this usage limits our target audience to those who are ready to buy, and are also perusing competitive data.

When you think about the early activity within the act of buying – the Pre-Sales, change management, decision issues that include 13 steps to consensus/action (9 of which are Pre-Sales and not ‘needs’ or ‘buying’ related) – there’s a huge swath of prospective buyers who aren’t reading your content as it is because they’re not ready, but could easily be made ready with content that fits into the route of their Pre-Sales change management decisions. You can develop different types of relevant content so you’re with them each step of the way, even before they’re aware they might need you.

See, prior to deciding on a solution, buyers have some change work to do that’s systemic in nature and vital to them maintaining Systems Congruence – the rules, initiatives, relationships, and history of their culture and environment. They can’t just wake up one day, see your content, and drop everything and everyone mindlessly to do what you want them to do. No one buys like that.

Thinking that a prospective buyer ‘needs’ your content, or will be convinced or influenced to take action before they’re ready, is magical thinking and needlessly restricts your audience. Obvious, no? Before anyone buys anything they do research, get input and alternate ideas from friends/colleagues, discern the potential fallout, trial different possibilities, and ultimately get agreement to move forward. You content is only relevant when they’ve handled all of this. By pushing your message, you’re restricting buying. You can use content marketing to facilitate the process.

CASE STUDY

When it was time to begin marketing my book What? Did you really say what I think I heard? I had a problem. Known for my Buying Facilitation® material in the sales industry, I had no obvious audience in communication or listening. I had to attract a new audience: find new readers AND shift from being a ‘sales’ expert to a ‘communication’ expert. My goal was to offer corporate teams a one-day Listening Without Bias training. To do that I needed readers to first buy my book.

Realizing I’d need buy-in to run an in-house program, I wrote an article that would attract the largest population of readers because of the universal problems involved: meetings. I wrote a very helpful article on meetings that offered both a clear description of the inherent problems and offered very creative, tough, usable solutions to make them creative, collaborative, and results-oriented. I never mentioned anything to do with listening. There was no manipulation or commercial overlay in the article, no links to listening/book links appeared only in the footer.

I got dozens of ‘Thank You’ notes from readers I’d never heard of, saying they’d sent/shared my article among hundreds of employees, friends, and colleagues. Many, many people shared the article on social media, bringing me new readers and subscribers outside my natural market. The article was ranked as one of my best-read articles, with thousands reading it the first few days. And my book sales went through the rood: I had a 51% conversion rate.

So yes, content is vital. But it can be read by more prospective buyers, earlier in their decision path. Start by understanding each of the Pre-Sales issues (i.e. systemic changed-based, not ‘need’ based or solution-based) your buyers must address with their colleagues and partners, and then write articles that will help them along their normal route to making the internal decisions they’d need to make before they can buy. Then you’ll have proven your worth and be familiar to them. By the time they’re ready to buy and have all their internal ducks in a row, they’ll seek out your content.

“So why doesn’t that prospect buy from me?” Short answer: It’s too comfortable for them not to.

There’s always a temptation to stick to what you know. The same breakfast, the same holiday destination, the same terrible broadband supplier. For many prospects, whatever their experience with an unreliable incumbent or an ageing product, they have to take a step into the unknown if they’ve not bought from you before.

That’s right, for you to become their new provider, you must drive success by becoming adept at conjuring up the single most compelling reason that humans do anything-pain. Differentiate yourself. Make NOT buying from you more painful.

‘Stacking the pain’ should always form part of your value proposition.

Be bold-stacking the pain needs to happen way before you start proposing anything at all. No doctor would start explaining a cure for an illness without really diving into what the symptoms are. Use your own natural style to do the same.

As a patient, you buy the quick resolution of pain-not the pharmaceuticals themselves. You can change the world when you realise your prospects are buying the same thing, not your product or service.

So what are the 4 natural skills you need to make your prospects ache from the pain of NOT doing business with you?

1. Questioning. You don’t want questions to sound like an interrogation.

A series of closed questions that don’t build a picture or uncover areas of pain. Using your own warm, personal style, focus on broad, open-ended questions or ‘TED’ questions, which aren’t really questions at all. Try using “Tell me..”, “Explain to me… “, “Describe to me”-use your own instincts to enable the prospect to disclose pain.

If they don’t get talking about their pain soon, then before you know it, they’re twitchy and asking you to get on and explain what you do. Why? Because if their pain isn’t going to be alleviated, what’s the point of listening? Your chances at that stage are twofold-slim and none-and Slim just left town.

2. Listening. Some salespeople really drop the ball here.

What’s the biggest give-away that you’re not really listening? When you ask a question that’s nothing to do with what the prospect just said. Do that twice in a row, and their trust level has all but evaporated. Three strikes and you’re out, you get the idea.

Deep listening means shutting out all other noise, and above all else not to be planning your next question whilst they’re speaking!

3. Probing. This is the third weapon in our armoury.

Probe a remark the prospect makes with questions like “How often does that problem arise?” or “What’s the impact on your business when that goes wrong?” You’ll get right to the heart of their pain. That’s where the sale is, a prospect voicing and dwelling on everything that’s wrong with their status quo. Get this right and their belief in you will increase.

Differentiate yourself here because many salespeople scoot past it-by not listening and being too busy planning their next ‘brilliant’ question.

4. Finesse. When a prospect hears a list of everything that’s causing them pain in their organisation in an articulate summary of all that’s wrong with their world, then who is the salesperson with whom they’ll feel most comfortable about doing business? Will it be the salesperson who asked formulaic questions, pretended to listen and then just pitched their ‘cure’ without understanding the prospect’s pain? No. It will be the salesperson who spent the most time exploring the pain and consequently compelling the prospect to take the far less painful step of moving from their status quo to your solution.

Buyers don’t always want to do business with you, but they may buy from you anyway if that’s the only way to get you to consistently share with them the valuable information you possess.

I got my first clue about the direction marketing was heading when I first began seeing FREE articles appearing in my email box. I’m not talking about junk mail, I’m talking about really good business articles that take rifle shot at the problems my customers – and yours – are experiencing.

As far back as 2009, author Chris Anderson, the former editor of The Economist and editor in chief of Wired magazine, authored a book entitled FREE: The Future of a Radical Price. In his book, FREE, Anderson shows his readers how to compete when their competitors are giving away what they are trying to sell.

In many businesses these days, a lot of the salespeople who are generating the highest monthly sales volume are giving away information at no charge and in return are asking for more favorable consideration than they would otherwise receive.

Bradley Hartmann, author of Behind Your Back: What Purchasing Managers Say When You Leave the Room and How to Get them to Say Yes, is a veteran purchasing manager at Pulte Homes, the nation’s second largest homebuilder. In Behind Your Back, Hartmann explains ways the most talented salespeople beat out the competition by increasing their value as seen through the eyes of the buyer.

The secret, of course, is coming up with the advice and counsel your customers so badly need. And to be successful at locating this FREE information, salespeople must understand their customers’ businesses and the problems they are struggling with. They must possess a lot more than an understanding of the products they sell, they must invest the time necessary to learn how to fix the problems that are causing their customers to pull their hair out.

This approach to selling requires salespeople to do a lot of research. By interviewing design staff, engineering, purchasing managers, field workers, etc., you will be surprised at how much information they can uncover. And once you have developed a thorough understanding of the problems these front line personnel are facing, the next step is finding solutions. Yes, it is time-consuming, but think of it this way: it’s a lot more fun and a lot more productive than spending the majority of your time working up prices, quoting and hoping.

In Rule 1.9 of Hartmann’s book, he gives a detailed account of how a salesperson first of all did enough research to determine how much drywall was being wasted on Pulte’s jobs and second of all what he would do to eliminate the problem if Hartmann would give him Pulte’s drywall business.

The salesperson’s reward? He soon earned 100% of Pulte’s drywall business.

What all of this means to me is the way salespeople go to market in a lot of industries is changing. Salespeople who are looking for an edge over the competition are disciplining themselves to approach prospects differently. They are working on ways improve their value as seen through the eyes of the decision makers.

When I began my sales career, I knew very little about my customers’ businesses, but I did make it a point to keep my eyes open and ask a lot of questions. On one of my prospect calls I noticed that the decision maker had disassembled one of his large product displays and had spread all over the showroom floor.

When I returned for my next visit, the display was still right where it had been three weeks earlier. When I asked the decision maker about the display, he confessed that he had two problems: the first was that product merchandising was not his long suit, and the second was that he was just too busy to focus.

Seeing an opportunity to make some points with the decision maker, I asked him if it would be of value to him if I took some photographs of some attractive displays as I traveled my territory. His eyes lit up like a Christmas tree and told me that if I could bring him some display ideas he would be extremely grateful.

I returned with about two-dozen really good photographs of displays that were well designed and highly attractive. From the look on the decision maker’s face, I could tell that I had scored big. Two weeks later – completely out of the blue – he gave me an initial order.

The good news is that salespeople who embrace consultative selling will have learned a new way to sell. The bad news is that as consultative selling becomes more popular, the quote and hope salespeople are soon going to find themselves becoming obsolete.

Try this: Get in the habit of investing some time on Google looking for solutions to your customers’ and prospects’ most pressing business problems. You can use the best ideas you discover time again and again.

Grow your business by becoming a resource to your customers and prospects.

Imagine the expression on a frustrated business person’s face because he or she has just heard the very worst possible opening question from an unfamiliar caller. You might guess that this was the caller’s question:

“How’s the weather in Denver today?” You would want to answer, “Check the Weather Channel.”

Or this: “How ya doin’ this morning?” You’re thinking, “Somebody I know doesn’t care at all how I am doing.”

Or this: “A friend of yours suggested I call you.” You wonder, “Oh, really? Then why didn’t you mention the friend’s name?”

Or this: “Would you like to make much more money next quarter than you expected?” Your sarcastic answer might come out this way: “No, that just doesn’t appeal to me at all.”

While those four questions merit runner-up positions, they still fall a far distant second to the most offensive opening question.

OPENING QUESTION THAT RANKS WORST

Number one: “May I speak to the person who____________?”

Fill in the blank with the possibilities you have heard:

–accepts job applications

–selects vendors

–supervises your largest department

–manages your social media

By now you have, I imagine, remembered many other words for ending the question. Now note: a great majority of listeners will not even hear what the caller asks for, because they have tuned out after those repulsive first six words, for one of two reasons.

WHY PROFESSIONAL PEOPLE WON’T LISTEN

One: the question is the hallmark of a telemarketer.

Two: Even if the caller is not a telemarketer, the question indicates that the caller has not researched the company carefully enough to learn who is in charge of which department or function.

In some cases, the caller could have identified the roster of company officials through an Internet search. Or if that did not generate the desired names/titles, frequently an aggressive sales or marketing expert can get the company’s lineup from his or her professional networking associates.

STATE WHO SPECIFICALLY

In short: Know exactly who you want to talk with and why. Ask for that person clearly, pleasantly, and energetically. Then instead of causing groans and grimaces–followed by a quick dial tone–you will enjoy a better chance to connect, converse, and possibly convince the appropriate corporate staff member.

Boost your results with this sales training tip that shows you a quick and fun technique to learn the benefits and features of the products and services that you sell.

This is a simple way to discover and memorize additional features and benefits of your products and recall them instantly while you talk with

customers. By using this training you will be able to match any need a customer presents with a feature, and explain how the benefits of that feature fulfils their requirements.

No matter what selling style you use the benefits of learning more features and benefits of what you sell, and being able to recall them, will be of great value to you.

How to Learn and Recall Features and Benefits of Your Products and Services

Let’s start with a need the customer could have. We’ll make this one easy so think of a very general need that many of your customers or prospects want your products or services to fulfil. Now recall the best feature of what you sell to meet that need. Then give a very brief explanation of the benefits the feature supplies that will match the needs of the customer.

Now try another of these linking chains. You can use a new customer need or stick with the same need and link a new feature to it that gives a benefit that will meet the need. You could also use the same need, keep the same feature of your product, but use a different benefit that the feature can supply.

This idea of mixing and matching the features in you chain of connections from need to feature to benefit is part of the accelerated learning built in to this sales training technique. As you use the technique in spare moments throughout the day you can fix the links around one need and see how many different features you can find for just that one need.

You can fix the feature and see how many different benefits that feature will give. Or, you can start with the benefit and work backwards to see how many different features can supply the one benefit.

When you train yourself in this way always complete the chain, If you start with a benefit and work back to a feature always add the need it meets on the end of the chain. Doing this builds up mental connections in your memory and will work towards giving you automatic recall of the full chain no matter which link you start from.

Practice the Chains Sales Training Technique

Practicing the chains sales training technique has two positive benefits for sales people:

1. It organises information into logical chunks that can be easily remembered and recalled.

By repeatedly practising the chains you organise your knowledge of features and benefits into memorable chunks of information connected to a customer need. When you practise the chains backwards, or start with a feature, you are again strengthening the connecting links and making the connections memorable from more starting points.

So whether a customer presents a need and you want to instantly recall the feature and associated benefits of that need. Or you want to present the features and benefits of your products or services and the needs that they will meet. Practising the chains will help you to think on your feet.

2. Practising the Sales Training Technique Increases Your Knowledge

Select a need and exhaust your knowledge of the features and benefits that can meet that need. Then continue searching for ways that your products and services can fulfil the need.

When you ask yourself a question your mind will come up with the best answers it can. Some of these answers will show you features and benefits, that will meet the customer’s need, that you hadn’t considered previously. You will start looking at the links between needs – features – benefits through a new frame and that will lead you to new links and connections.

For example, a customer has a need to save money. Once you have exhausted all the features that come to mind, offering the benefit of reducing costs, you could change your viewpoint to search for more. You could move on to features that instead of saving money will improve productivity or increase efficiency and therefore save money in a different way.

This creates new links and new chains and new possibilities for presenting your product, meeting customer needs, and overcoming sales objections. The chains sales training technique can also be used as an exercise in meetings and training sessions, and an ice breaker game, It’s also a great way of learning a new product from a sales angle, and a way to test the knowledge of your sales team. There is also another link that you can add to the chain that will increase your conversion rate as you close more sales.

An in-depth understanding of Pain – which means simply “the gap between where you are now and where you want to be” — not only helps you to sell better, it also helps you become more effective at buying. In fact, it can help you in all aspects of your relationships with other human beings. Let me share something that really happened to me that will illustrate exactly what I mean.

Early on in my career as a sales trainer, I was in the market for a Harley Davidson motorcycle, but I wanted to buy one on the cheap. So instead of responding to advertisements where I would need to compete with other buyers, I used word of mouth to get what I wanted. Soon enough, my brother, Dan, connected me with a friend of an acquaintance who had a Harley for sale.

I called the seller, whom I’ll call Moose, and set a time to meet him.

Moose directed me to a not-so-great section of Brockton, Massachusetts, a tough working-class town. I remember pulling up to a dilapidated three-decker house and parking on the street. It was an overcast, clammy day. Hot. I approached the house, pushed the button on the door frame, and heard nothing. Since the doorbell had failed to work, I rapped on the screen door frame.

A large, intimidating man, at least 6’6″ and 350 pounds, filled the doorway. He had big eyes and big, unkempt hair. His arms were covered in jailhouse tats. He looked mean.

After a brief greeting, he pointed to my car and said, “We’re gonna go for a ride.” I hesitated but – remembering my desire to get a good deal on a Harley — welcomed this hulk into my car.

He directed me to a two-car garage in an even worse section of town filled with boarded-up houses and too many broken windows to count. He unlocked one of the garage doors, threw up the door, and revealed… my dream come true.

It was a custom Harley Davidson with an absolutely gorgeous paint job by Dave Perewitz, a top-ten custom bike builder. (Go ahead, Google him. You’ll see why I wanted this bike.)

After Moose recited all the features and benefits of the Harley, he said he was asking $10,500.00. (That was about what it would go for on the open market.) This is when the real negotiating started.

Moose and I spent 45 minutes going back and forth. I won’t get into all the details, but I will tell you this: I uncovered a lot of pain.

Specifically: I uncovered that Moose used to be in a motorcycle gang… and that gang wanted to kill him.

He insisted it was for something he didn’t do. Since they were looking for him, though, he couldn’t advertise the bike, for fear gang members might spot the ad, recognize the bike, find him.

Moose’s girlfriend was in the Framingham Women’s Penitentiary, but she was getting out at the end of the month. He needed to sell quickly so he and his girlfriend could leave Massachusetts and move to Florida by the end of the month. And so he wouldn’t have to spend any more days than absolutely necessary risking being murdered.

After uncovering all this pain — from a very intimidating individual — I ended up buying the bike for just $6,000.00-more than 40% percent less than the market value. Here’s what I want you to notice: By sharing his pain, which is a deep-seated emotional need to make a change, Moose became emotionally involved. He effectively “relived” his pain by sharing it with me… and eventually his emotions compelled him to reduce the price and take “a deal in hand” rather than risk no deal at all. He even threw in two helmets for free.

This happened in 1994. I never heard from Moose again or saw anything in the news about him. I assume he left for Florida in one piece, with his lady and plenty of traveling money. I saved over 40% and got a great Harley, and Moose got away with his life! It was a good and honorable deal for both of us.

Ever have something come up that required TODAY money and… not been able to come up with it? Maybe a last minute trip, an investment opportunity, or an unexpected bill? I remember being there and remember exactly how it felt… It was horrible. After my Dad died, my Mom had to raise 5 kids on no income other than the little life insurance money my Dad had left behind… we had to compromise ALL THE TIME. I always saw other kids getting new clothes, new bikes, and when we had to move out of the Dream house my dad worked his entire life to build… I HAD IT!

I knew that getting rich was the only option that would allow me the freedom of choice in life that I was denied for in the years after my Dad’s death. Once I was finally able to increase my income, I had to learn how to multiply it. Over the years I developed an education about finances that allowed me to get where I am today.

The KEY… was discipline. We live in the wealthiest country in the world. We tout our freedom, but with 76% of Americans living paycheck to paycheck, too many are not able to experience true freedom. Now… money is not everything, but money makes true freedom of choice much more real. The lack of education about money and finances,

I believe, is one of the most significant issues our country faces.

For example, people need to learn about personal finances (usually part of a sales training program)… for the REAL world. The winners in the country are the ones who get the right information and apply it the proper way in order to achieve a specific result… Success. If you are sick and tired of having to compromise the things that you want and the way that you live your life, then perhaps a sales training program is the right thing for you.

People who have started a sales training program have been able to go from making less than 6 figures a year, to making 6 figures a MONTH. The training can make a huge impact in your life.

Below are some of the tools learned in a good sales training program:

• Income is King

• Income Increments

• Spend 95% of Your Time on Income, 5% on Expenses

• The 40% Rule

• How to Use a Credit Card

• Pay Yourself First

• When to Use Debt

• Meet Weekly on Your Money

• Stay Broke

• Money Shortage Mindset

• Looking at Prices

• Worry About Money

• Selling Basics

• Understanding the Buyer

• The Sales Process

• Theory of Closing

• Closing Strategies

• Incoming Calls

• Follow-Up

• Follow-Up Tool

• Prospecting

• Internet Response

• 100 Ways to Stay Motivated

• Personal Finances

• Tips to Maximize Results

• Top Traits of Great Salespeople

• Handling Objections

• Inspiration from Grant

• Tips to Get Your Dream Job

Sales Training programs are popping up all over the United States now. With students and graduates severely lacking in skills related to sales, these training programs are becoming more and more important in today’s work place. And key in taking your business to the next level!

Can sales professionals remain at the top of their game without practicing conscious body language in their sales training?

Sales professionals are leaders when it comes to human development.

To stay on the leading edge of the sales profession you must constantly adapt to what attracts your customers and constantly adjust what repels them. Never has this principle been as important as now. With the explosion of information available to buyers, gaining the trust of today’s sophisticated customer is the biggest challenge professional salespeople face.

Long gone are the days when a salesman (yes mostly men) could crack a dirty joke, take out their order book (yes, paper) and book a sizable sale with a fat margin. In today’s competitive market your potential customers have access to the same information as you. The distinction between your competitors and you, in their eyes, has disappeared. Even using the most sophisticated CRM system has little effect as something deeper is shifting. The sales pendulum is now swinging back towards the importance of a trusting relationship from almost 30 years of impersonal business transactions. Current trends suggest that people are getting very tired of being treated as sales statistics. They are increasingly voting with their wallets to be treated with corporate social responsibility and as distinct and individual humans. Can you blame them?

All the latest research is pointing in this direction.

From Forrester Research to Harvard Business School, many on the cutting edge are talking about the value of building and nurturing warm and trusting customer relationships. Wise leaders are now taking steps to train their employees to treat each customer as a valued individual. That we now have to teach people how to treat others as humans is also interesting. Yet how can this process can mature without paying closer attention to the importance of body language?

Yes, even body language is becoming more important

This is great news, but what if there is still another threshold to separate elite sales people from the very good ones? That is becoming conscious of and effectively using your body language with feeling. It is one thing to know how to shake hands correctly, when to loan your pen to get a signature and when to open or cross your arms. Yet what if it is a separate and so far overlooked dimension to begin connecting these and many other gestures to the feelings and the atmosphere they generate. The more you can sense and feel what is happening to you and those around you, the more effectively and gracefully you and your customer will be able to dance your way to your next sale, together. Some suggestions to encourage this process and to become more conscious of it, at the body language level are:

– Becoming more present, Salespeople are notorious for unconsciously disappearing into their sales pitch. It still seems easier and somehow safer to forget you are communicating with someone who wants to be seen, heard and understood. The more you can practice balancing being here and now with your need to know where you are in your sales cycle, the better you will succeed and the less returns you will have to accept.

– Listening attentively instead of just waiting to talk. Consciously pause and reflect over what your prospective client has just said before you answer them. If you finish their sentences for them they will justifiably feel like they are talking to a machine than a fellow human. If you allow this to happen you will have defeated the distinction between doing business in person versus ordering your offer on-line. Using all your senses and trusting your intuition more are all requirements to hear your potential customer’s whole story while adding value to your chosen profession.

– Serving your way to your sale, instead of pushing, performing and impressing. Relax, ask questions, listen attentively and respond in a way that your potential customer can feel special. The more they feel special, the more they will treat you specially too. Master your emotional triggers. Train to reflect and respond more while automatically reacting less.

– Becoming a more open and attractive target. The more you consciously adjust your body language to invite your listeners into dialogue, the easier it will be for them to graciously agree to do business with you again and again.

Each one of these points requires a new set of soft skills

New, sensational soft skills are needed to maximize your conscious body language training. These skills can be used to create a more conscious and present interaction where you and your potential customer can relax, then expand your respect and understanding for each other. The result will be a more solid platform of agreement, less cognitive dissonance, a longer, more sustainable and enjoyable business relationship, with fewer returns.

Bulletproof sales arguments and customer capture, Not!

This traditional way to sell is becoming less and less effective as the difference between products, companies and sales tools narrow daily. With the current oversupply of competitors in just about every industry, customers can switch suppliers faster than you can create new sales arguments. Yet with human nature being what it is, life is still easier for everyone when your customers discover you are a trusted supplier. Strive to become someone who is authentically interested in collaborating over the long-term than just making the next sale.

The current trend of building trustworthy and loyal relationships with your customers is how future business looks to be conducted. The more you train to feel what your body is expressing, the more you can then align and adjust your message to respond seamlessly with your customer’s needs, wants and wishes. What if this honest and sensational set of soft skills is quickly becoming the deciding factor when choosing a trusted supplier? Training your corporate and social ability to respond will help you develop your edge in this exciting new trend.